Lately, there has been a lot of talk about pitching guidelines touching on reimbursement, new models and whether constant tendering is healthy for the industry.
As a CMO, I understand the frustration agencies feel over constant pitches, shrinking margins and short-term contracts. But hear me out…
But from the brand side, this isn’t a game of speed-dating for the thrill of it; it is the reality we operate in. Our budgets face the same pressures as agency margins. Shareholders expect quarter-on-quarter growth. Every ringgit must justify its existence. That doesn’t make us the villains; it makes us accountable.
The pitch process, imperfect as it is, keeps all parties sharp. It injects fresh perspectives and helps us assess if our current partners are still the best fit. Long-term relationships sound ideal, but they can breed complacency.
I’ve seen agencies rest on legacy trust while delivering work that no longer moves the needle.
When agencies undercut fees to win business, that is their choice. We don’t dictate those numbers. If unsustainable pricing is the issue, the industry must collectively hold the line.
And let’s acknowledge that some agencies run lean, automate intelligently and still deliver world-class work without inflated budgets.
We cannot afford partners who cling to the way things were or need half a year to adapt.
The belief that “cheap” means “bad” is too simplistic. I have seen lean-budget campaigns outshine lavish productions because the team behind them was built for efficiency and creative precision.
If agencies want the stability of a three-year contract, we need the assurance they’ll deliver transformative work for three years and not just for six months.
The issue isn’t the model; it’s the mindset. If agencies approached every month with pitch-level thinking, brands might not look elsewhere.
Partnerships aren’t sustained by trust alone. In today’s market, performance is the real currency.
Thank You.
Speaking from the “Dark Side”

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